Stonewall Industries Limited

In order to compete effectively in the current global economy, modern companies need to successfully address three competitive challenges: technological, global and sustainability. Human resource management practices play an important role in supporting companies to address these competitive challenges. The focus of this paper is to analyze the current sustainability of Pratt & Whitney Canada, and to determine which human resource management practices enhance their competitive advantage both presently and in the future.

In 2014, I, John Estel Curren started Colorado Stone & Granite, Inc. issuing 1,000 common shares.

Another environmental factor that would impact Stonewall’s HR planning is the state of the current Vancouver plant. It is the oldest and smallest plant and there is no room to expand on the current property. (This property is also very desirable real estate next to the ocean but closing the plant and terminating the employees would come at a high cost. A cost that would need to be calculated to see if the short term costs would produce a medium term benefit. Offering these very experienced employees promotions to other plants may be possibilities as they have a lot of knowledge that would leave with them and would help reduce the layoff or termination costs that are going to be high with this group of employees.)

One of the main challenges that the Right company will have to face when downsizing effort is no longer a popular human resource strategy is quite simply finding a new strategy that will work. In finding a new strategy one must take the strategic approach to HRM. In the strategic approach to HRM there are six key elements that are essential for HR managers to consider:

#10. Using the concept of the multiplier, explain why mass layoffs by large companies such as Boeing or General Motors are a concern to the citizens and leaders where those firms are located.

* Downsizing: Reduction of the business portfolio by eliminating products and businesses units that aren’t profitable.

David C. Shaw prepared this case solely to provide material for class discussion. The author does not intend to illustrate either effective or ineffective handling of a managerial situation. The author may have disguised certain names and other identifying information to protect confidentiality. Ivey Management Services prohibits any form of reproduction, storage or transmittal without its written permission. Reproduction of this material is not covered under authorization by any reproduction rights organization. To order copies or request permission to reproduce materials, contact Ivey Publishing, Ivey Management Services, c/o Richard Ivey School of Business, The

The table below breaks down the economic value in use of the CMI pads according to both the Colerick and Fazio tests. I used the data from each case to derive the number of hours of driving required to complete the job with both the asbestos and CMI pads. The difference in time to complete the job multiplied by the cost per real hours was one part of the economic value in use. The other portion was the cost of the asbestos pads for each project.

This paper analyzes Rock Solid Industrial Parts, Inc. using the McKenzie 7-S Model to clarify some of the key issues facing the company today and also identify the key to success for the company in the next few years. The analysis concerns the elements of strategy, structure, systems, staff, skills, style, and shared values that are important to the organizational performance. Based on the analysis, some changes need to be made to align with company 's needs to achieve its business objectives. The analysis provides recommendations for the implementation of new modern IT solutions to accelerate the growth of the business. Rock Solid Industrial Parts, Inc. will move forward in the industry with IT solutions for their business needs.

1. From a strategic management standpoint, why do you think that corporate management at Alcoa delayed taking action for five years as the plant continued to lose money and deteriorate in other operational measures?

Wriston’s Detroit plant is no longer a viable operation due to long-term capital underinvestment and product-process mismatch. It is recommended that the plant be phased out of operations over a five-year period with production and staff gradually shifted to a new plant to be built in the Detroit area. Further, it is also recommended that division accounting procedures and evaluation mechanisms be modified to allocate revenues/costs allowing for the synergistic benefits of Detroit’s products, and to recognize inherent manufacturing complexities, respectively. Issues Detroit’s production is unique when compared to other Wriston plants. Runs are typically lowvolume, involve significant set-up time, and vary significantly due to the sheer

A corporation needs to have a strategic plan in place in order for them to be able to implement a downsizing. There are many pros and cons to downsizing and it has a ripple effect on everyone in the corporation. Depending on the planning of the downsizing, one of the big issues to decide on is how to choose who will be terminated. For example, do you go by seniority, a percentage from all departments, an entire department, or by job level or position? These are major options that need to be addressed before anything happens. Most corporations today exist less for the well being of employees than they

The reenergizing employees after a downsizing case study, explains the potential effects of downsizing a company, on both employees and the manager. Andrea Zuckerman is the editor in chief of Blaze and the person who must relay the message to the entire company. It is made clear throughout the case that Andrea does not agree with this downsizing and feels that it is wrong. However, due to the newspaper industry dwindling away and many people now reading the news from a mobile device, it must be done. Andrea’s biggest conflict is figuring out how to properly explain this downsizing to employees, as this is no easy task. The “new normal” that will be implemented consists of merging the five areas of reporting into either two or three. As said, explaining this situation to employees in a reasonable and understanding manner will be a complex task.

|companies adopt practices that eliminate or reduce potential problems, including open communications, fair severance |

2) Discuss the prospects of the company in terms of options thinking? What is the company’s dilemma now, and how can it be structured in terms of options?